© 2004 Johnson & Johnson
Six Sigma and Lean Six Sigma and Lean IntegrationIntegration
Johnson & JohnsonJohnson & JohnsonConsumer and Personal Care Consumer and Personal Care
December 2, 2004December 2, 2004
Page: 1
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six Sigma at Johnson and Johnson?What is Six Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six Sigma and Lean work together?How do Six Sigma and Lean work together?
– SynergiesSynergies• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six Sigma at Johnson and Johnson?What is Six Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six Sigma and Lean work together?How do Six Sigma and Lean work together?
– SynergiesSynergies• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Process Excellence
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
© 2004 Johnson & Johnson
Role ofLeadership
Role ofLeadership
CustomerFocus
CustomerFocus
Process Mgt.& High Perf.Environment
Process Mgt.& High Perf.Environment
Fact-BasedMgt. &
Evaluation
Fact-BasedMgt. &
Evaluation
Improvement&
Innovation
Improvement&
Innovation
ContinuousAssessment& Renewal
ContinuousAssessment& Renewal
DashboardsDashboardsDashboardsDashboardsImprovement Improvement MethodologiesMethodologiesImprovement Improvement
MethodologiesMethodologiesBusinessBusiness
AssessmentAssessmentBusinessBusiness
AssessmentAssessment
What is Process Excellence?
Best PracticesBest PracticesBest PracticesBest Practices
Tools – Support the Principles
The PE Strategy is to enable every J&J business leader to adopt, use and engrain
these Business Management Principles in their organizations
© 2004 Johnson & Johnson
Assessments
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
• Competitiveness Assessment
• 6 Processes:1. Leadership
2. Business Information and Analysis
3. Business Planning
4. Human Resources Management and Development
5. Processes (Design, Supply Chain, Regulatory and Compliance)
6. Customer and Markets
• Business Results
• Process Excellence Deployment Assessment
• Lean Maturity Assessment
• Lean Maturity
• Waste Identification, business value
© 2004 Johnson & Johnson
Metrics / Dashboards
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
• Key Metrics
• Causal
• Drill down into lower level driver• Well dressed measures
• Definition of measures
• Lagging and leading indicators
• Benchmark
• Visual
• Reviewed periodically
© 2004 Johnson & Johnson
Design Excellence
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
Methodology used to develop products and/or processes that consistently meet
customer requirements.
• Based on Six Sigma Approach
• 5 Steps1. Define
2. Measure
3. Analyze
4. Design
5. Validate
Execute with Excellence
Do it right first
© 2004 Johnson & Johnson
Six Sigma
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
Methodology used to attack process variability in order to eliminate defects
• 5 Steps1. Define
2. Measure
3. Analyze
4. Innovative Improvement
5. Control
• Use data to solve problems
• Statistical approach
• Rigorous training
© 2004 Johnson & Johnson
Six Sigma Improvement Cycle
NEXT PROBLEMNEXT PROBLEM
DATA DRIVENSOLUTION
PRACTICALSOLUTION
PRACTICALPROBLEM
DATA BASEDPROBLEM
© 2004 Johnson & Johnson
Six Sigma DMAI2C Improvement Methodology
1DEFINE
2MEASURE
3ANALYZE
4INNOVATEIMPROVE
5CONTROL
Pro
ject
SIPO
C
VOC
Data
Sampling
Gage R&RPatternsCapability
Process
Analysis
Mu
lti-Vari
Org
anize
Cau
ses
Hyp
oth
esisT
esting
Reg
ression
DoE
Solutions
FMEA
Pilot
Implement-
ation
Closure
Evaluate
Monitor
Docum
entS
tand
ardize
Co
ntro
l
Define
Measure
Analyze
Innovate
Improve
Control
© 2004 Johnson & Johnson
Six Sigma – DMAI2C - Chartered Projects
Project Charter
Project Name Montreal plant Lean thinking implementation
Products Impacted ob digital, Stayfree and Carefree
Sponsor W. Morrell Company & Plant Location J&J Montreal Master Belt Telephone Number Black Belt Denis Gallagher Telephone Number Core Team Members
Gaétan Côté, Christian Gendron, Lori Ann Potash, Gaétan Chevalier, Daniel Dorion, Simon Kurzum, Richard Gougeon, Louis Canuel,
Start Date June 2001 Target Completion Date June 2003
Description
1. Project Description
(Purpose-of-Process statement needs to be included)
Implement Lean Thinking tools such as Inventory Replenishment Levels (IRL) and Consumption Trigger Report (CTR) to do our planning based on real demand instead of forecast. Implement a continuous improvement process to reduce inventories, cost and cycle time.
2. Process Scope & Project Scope
We will start the implementation with the o.b. digital business and the Quark Advantage business. We will then proceed with the Stayfree Maxi business, the Carefree business and finally the UltraThin business. We will be looking at each business from the supplier to the customer as described by the Value Stream Mapping that will be performed in each business.The goal is to reach the objective set by the team on the Future Value Stream Map within 18 months of the start date.
3. Project Goal (tie metrics back to purpose statement)
Basel. Current Goal Savings
Reduce the inventory cost and therefore improve cash flow. ( Equivalent carrying cost reduction )
Inv. cost $7.0MM ($630,000)
Reduce annual Exel warehousing cost by reducing the number of finished good pallets in their DCs.
Outside warehousing
cost ($)
$150,000
Reduce re-deploys cost Re-deploys cost
$300,000
Reduce double handling at the Montreal plant. Double handling
cost
$ 320,000
4. Business Results This project will improve PPC’s cash flow by $7.0 MM. We will also improve the PPC P&L by $450,000 and the Montreal plant operating cost by $320,000. We will also reduce the cycle time of each targeted business by more than 60 Days.
5. Team members Gaétan Côté and from each business where we`ll implement Lean, we will have the Business Unit Manager and representatives of the following functions : QA, Distribution, Transportation, Planning, Purchasing and production. The list of the team members will be detailed in the project charter of each business.
6. Support Required
IM support
7. Customer Benefits
Increase responsiveness by decreasing the cycle time and reduce the cost.
8. Schedule ( See attached schedule )
Phase Planned
Complete
Status
D- Define: Project charter written, communicated and sponsored. 2 QT ’01 Completed
M- Measure: Do Current VSM; Do Future VSM; Identify project opportunities to work on; Do manual IRL.
2 QT ’01 to 1 QT ‘02 Completed
A- Analyze: Validate manual IRL ( simulation ); Do LMS test version reality check; Analyze project opportunities.
3 QT ’01 to 2 QT ‘02 Completed
I2- Innovative Improvement: Live LMS version turn on; Start project opportunities implementation.
4 QT ’01 to 3 QT ‘02 Completed
C- Control: Monitor LMS; Start monthly renewal meeting; Continue project opportunities identification, implementation and tracking.
1 QT ’02 to 2 QT ‘03 Completed
Content
• Sponsor
• Team Members
• Description
• Benefits
• Base line
• Entitled state
• Goals
• Timeline
Process
• Aligned to organization objectives
• Signed by sponsor, manager and Belt mentor
• Results verified by finance controller
© 2004 Johnson & Johnson
1000009500090000850008000075000
95% Confidence Interval for Mu
97000920008700082000
95% Confidence Interval for Median
Variable: Total Sold
83077,1
5153,7
84235,8
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
97285,7
15864,4
97268,9
99215,096881,093126,584529,076303,0
80,128040-9,5E-01
60757493 7794,7
90752,4
0,4450,320
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive StatisticsWeeks 2, 3
End o
f
month
4321
125000
100000
75000
50000
Statu
Tota
l S
old
Sales of past 18 weeks(means are indicated by solid circles)
100000800006000040000
95% Confidence Interval for Mu
105000950008500075000
95% Confidence Interval for Median
Variable: Total Sold
76477
16007
77289
Maximum3rd QuartileMedian1st QuartileMinimum
NKurtosisSkewnessVarianceStDevMean
P-Value:A-Squared:
104914
32711
99390
113605105354 94075 73405 43812
170,285310-9,6E-01
4,62E+0821493,088339,8
0,1210,565
95% Confidence Interval for Median
95% Confidence Interval for Sigma
95% Confidence Interval for Mu
Anderson-Darling Normality Test
Descriptive StatisticsWeeks 1, 2, 3, 4, 5
Demand variability weeks # 1, 2, 3, 4, 5Calculation : Z (2.054 at 98 %CI) * σ
Dem. Var. = 2.054 * 21 493 = 44 147
Demand variability weeks # 2, 3
Dem. Var. = 2.054 * 7 795 = 16 011
P-Value- 0.000
DD MM AA II22 CCSix Sigma – DMAI2C - Statistical Analysis
© 2004 Johnson & Johnson
Six Sigma – DMAI2C – Control Results
600000
500000
400000
300000
$ D
olla
rs
05
/02
/20
04
22
/01
/20
04
08
/01
/20
04
19
/12
/20
03
05
/12
/20
03
21
/11
/20
03
07
/11
/20
03
24
/10
/20
03
10
/10
/20
03
26
/09
/20
03
12
/09
/20
03
29
/08
/20
03
14
/08
/20
03
31
/07
/20
03
17
/07
/20
03
03
/07
/20
03
19
/06
/20
03
05
/06
/20
03
22
/05
/20
03
06
/05
/20
03
17
/04
/20
03
03
/04
/20
03
20
/03
/20
03
06
/03
/20
03
20
/02
/20
03
06
/02
/20
03
Date
Inventory on hand
Mean=390095
UCL=431668
LCL=348523
Bef ore
Mean=469812
Control
• Control chart with control limits
• Before and after project
• Mean and Variability
© 2004 Johnson & Johnson
Six Sigma / Design Excellence Improvement Strategies
Is the gapsmall?
Customer Requirements
Process Capability
FundamentalRedesign
IterativeImprovement
YESNO
• Design a new product / process• Broad approach• Blank sheet of paper approach• High Risk• Longer time span• Addressing many CTQs • Goal: Quantum Leap
• Fix an existing process• Narrow Focus• Use current process model• Low Risk• Shorter Time Span• Addressing few CTQs• Goal: Improvement
DesignExcellence
Six Sigma
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six Sigma at Johnson and Johnson?What is Six Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six Sigma and Lean work together?How do Six Sigma and Lean work together?
– SynergiesSynergies• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Lean Thinking
Assessment Improvement Recognition
Process Excellence
SixSigmaSixSix
SigmaSigma
MetricsMetricsMetricsLean
ThinkingLean Lean
ThinkingThinking
DesignExcellence
DesignDesignExcellenceExcellence
Methodology used to transform large scale complex processes to deliver customer value
faster, improve work flow and eliminate waste
• Road map (4 steps)1. Prepare2. Analyze / Plan3. Execute
4. Continuous Improvement
• Tools for key processes• Supply Chain• New Products Development• Demand Generation
© 2004 Johnson & Johnson
Lean Thinking relies on 7 Key Fundamental Principles
Goal AlignmentAll elements of the process have linked/common goals to achieve
customer and shareholder defined outcomes. (All functions have goals that are aligned to the
operational results- marketing, sales, quality, manufacturing, suppliers, human resources, information technology, etc.)
ValueValue is always defined from the
customer’s perspective.
Value CreationAll activities (work) from the
time a customer need is identified until it is satisfied must add value from the customer’s perspective in
meeting that need. (They are willing to pay for it.)
Pull Work is initiated only at the signal of demand. Work is synchronized and
designed based on demand patterns and known events. Work and
inventory are kept at the lowest level of investment possible and unique
attributes are delayed until last point possible.
FlowBoth material and
information flow are simplified and
optimized to ensure the shortest possible cycle time. The end
objective is one piece flow.
Roles, Responsibilities and Culture
Roles follow process design and responsibilities are based on
process performance requirements (fit to process) and are designed to
enable line of sight to the whole process.
Continuous Improvement
There is a systematic change and renewal process to bring about innovation and refinement of
efficiency, rhythm time and quality in order to continuously drive down
costs and cycle time.
© 2004 Johnson & Johnson
Lean Thinking “Sources of Waste”
Waste: “any human activity which absorbs resources but creates no value”- Lean Thinking; Womack & Jones, 1996
•Taiichi Ohno, defined seven types of waste found in manufacturing processes...
•Overproduction Waste•Overproduction Waste
•Inventory Waste•Inventory Waste
•Conveyance Waste•Conveyance Waste
•Defect-Production Waste•Defect-Production Waste
•Processing-related Waste•Processing-related Waste
•Operation-related Waste•Operation-related Waste
•Idle Time Waste•Idle Time Waste
But these ideas apply to But these ideas apply to mostmost business processes… business processes…
waste is any waste is any ““non-value-addednon-value-added”” activity, where activity, where “value” is defined by the customer“value” is defined by the customer
© 2004 Johnson & Johnson
Lean Thinking - Make to Order Hierarchy
Make to Order - Pull
Make to Order - Push/Pull
Inventory as a Control Point - Pull
Inventory as a Control Point - Push/Pull
Make to Forecast - Pull
Make to Forecast - Push
Ideal
“Postponement”
Downward Drivers:1) Cycle time >Order lead Time2) Many SKU’s (large # of changeovers)3) Demand variability > Mfg. Capacity
4) Many raws to many SKU’s High inventory carrying costs
5) High variability in demand (Entity is replenishing according to prior sales)
Many J&J Companies(after Lean implementation)
1) Locked in to orders2) Unresponsive to changes and customer needs3) High potential for error4) Production in anticipation of orders
Worst Case
© 2004 Johnson & Johnson
““Lean Thinking Wheel” – Supply ChainLean Thinking Wheel” – Supply ChainM
easu
rabl
e Leverageable
Implementable
MLI
1. What is customer/market
demand variability?2. What is current
supply constraints and
variability?
3. Can we make to order?
4. Can we use postponement?
5. Can we use inventory as a control point?
6. What’s my Entitlement
process? VSM-Line Live-Renewal
7. What is benefit of
Entitlement?(Business Case)
8. What is my implementation plan to
get there?
9. What’s my Competitive process?
VSM-End State MLI
10. Start over!
© 2004 Johnson & Johnson
Supply Chain - Elements of Lean Thinking
1. Value stream mapping• Current and Future states
• Taking waste out of the processes
2. Inventory as a control point (Pull Finished Goods)• Demand driven replenishment
3. Rhythm (How often do we make products)• Impacts service and inventory levels
4. Work-In-Process kanbans (Pull WIP)• Demand driven production of components
5. Raw material kanbans (Pull Raw Materials)• Supplier managed replenishment
© 2004 Johnson & Johnson
• Current State and Future State– Flow of material or process– Flow of information– Value analysis– Projects to achieve Future state
• Applications– Supply Chain (Internal and 3rd party manufacturing)– New Products Development– Demand generation– Transactional processes– Human Resources
Value Stream Mapping
© 2004 Johnson & Johnson
Value Stream Mapping
Lift Truck
Lift TruckLift Truck
Lift Truck Lift Truck Warehouse
Lift Truck Lift Truck Warehouse
TruckLift Truck Warehouse Lift Truck
TruckLift Truck
Lift TruckLift Truck
TruckLift Truck Lift Truck Lift Truck
Truck
Lift Truck Lift Truck Lift Truck
TruckLift Truck Lift Truck
TruckLift Truck Lift Truck Lift Truck
Lift Truck
F
F
TPT
TPT
F
TPT
TPT
TPT
TPT Lift TruckLift Truck to Powder Lines
Lift TruckLift Truck to Powder Lines
JBP Primary
Manufacturing Process
JBPCS Primary
Manufacturing Process
Shower to ShowerPrimary
Manufacturing Process
STS Primary
JBP Primary
JBPCS Primary
JBP Primary
JBPCS Primary
STS Primary
JBPCS Primary
STS Primary
Line B Filling
Line A Filling
Line C Filling
Line B Filling
Line A Filling
Supply All Lines
Lift Truck
ILift Truck
Supply All Lines
I2 Forecast
MFG-Pro DC
Interface DC SplitsWeekly Splits
2yrs.MFG Pro Forecast
DRP Runs
Excel DCDo Receipts
Weekly BucketsBy SkuBy Site
WeeklyConsolidatedProduction
Requirements
ProductionSchedulingBy Planner
WeeklyScheduling
Current
Excel OXOX LoadLeveling
Schedule By ShiftExcel
Access Database
MRP Scheduling
WeeklyConsolidatedProduction
RequirementsMolding
ProductionSchedule
By Planner
Excel WeeklySchedule Current
Access DB
TPT - Shippingrequirements
available on line
Fax (F)8-12 Weeks Req't
Truck
Truck
Truck
Electronic SilosKanban Signal
Lift Truck
F Pump Silo toPrimaryIPump Talc into
Silos
Manufacturing ProcessOutside Source
LuzenacVermont
(Talc)
RT = 21 days | RF = Weekly
I
I
I IInventory
Production Line
IInventory
Production Line
IInventory
Production Line
I
I
I
I
I
I
TPT Corn ProductsChicago
Outside SourceRT = 14 days | RF = Weekly
Pump CSinto Primary
Manufacturing Process
Lift TruckLift Truck
TPT/FPump From Drum
To PrimaryI
PerfumeSuppliers
Outside SourceRT = 7 days | RF = Weekly
Lift TruckLift Truck
Lift Truck
F
TruckOutside Source
Bi Carb SuperSackOhio
RT = 7 days | RF = Weekly
I
Truck
Milk Run
Manufacturing Process
Manufacturing Process
I
2 railcars - $65,2007.5 supply days
1.2 DOS
I
I
QA Accept & Count
IQA - 5 day micro test
I
I
I
I
I
I
I
I
1 Railcar$0
(pay after use)
I
I
I
Manufacturing Process
Pump from Sackto Primary
Pump from Sackto Primary
Manufacturing Process
Pump to Primary
Manufacturing Process
Closure Molding
Manufacturing Process
I
I
Pump Resins toSilo
Manufacturing Process
Pump Resin toInjection Blow
Molding Machine
Manufacturing Process
Bottle Molding
Manufacturing Process
Dump into bin
JBPCS Primary
MRP Runs RawReqs
To Filling Lines
To Molding
PO Receipt QA Release
Zinc OxideZinc Corp. of
Amer.Pittsburg,PA
Outside SourceRT = 7 days | RF = Monthly
TCP
Outside SourceRT = 7 days | RF = Weekly
-
$65,200
Misc. To Be MDAd
LabelsMA
Outside SourceRT = 14 days | RF = Weekly
Resins(Bottles)
TX
Outside SourceRT = 7 days | RF = Weekly
Colorant(Bottles)
NC
Outside SourceRT = 14 | RF = Weekly
Resins(Caps & Sifters)
GA
Outside SourceRT = 7 days | RF = Weekly
Colorants(Caps & Sifters)
NC
Outside SourceRT = 14 days | RF = Weekly
Outside SourceRT = 7 days | RF = Weekly
Shippers
Outside SourceRT = 7 days | RF = Weekly
P/S Labels
Outside SourceRT = 7 days | RF = Weekly
STS Primary
STS Primary
Schedule fromAccess DB
C/T=5.3hr/plt
Closures
C/O = NA
C/T=1.4 hr/plt
Bottles
C/O = NA
Schedule fromAccess DB
Line B Filling
C/T = 44 plts/shift
Loading = 100%
C/T = 32.5 plts/shift
C/O = 0.6 hr/shift
Loading = 70%
Capacity Actual
Line A Filling
C/T = 13.7 plts/shift
Loading = 100%
C/T = 9.7 plts/shift
C/O = 0.5 hr/shift
Loading = 60%
Capacity Actual
Line C Filling
Manufacturing Process
C/T = 53 plts/shift
Loading = 100%
C/T = 40 plts/shift
C/O = 0.9 hr/shift
Loading = 40%
Capacity Actual
0.25 Days
0.9
$65,800
I
1 Pallet
Stretch Wrap
ManufacturingProcess
C/T = 110.7 plts/shift
Loading = 100%
C/T = 82.2 plts/shiftAvg = 26.2 plts/shift
C/O = 0.7 hr/shift
Loading = 55%
Capacity Actual
Filling LineSummary
1.2 DOS
-
1.2 DOS
-
21 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.22 Days
-
-
-
5.3 hours
1 Pallet
1 Pallet
1 Pallet
Whse - $178,20011.5 supply days
3.3 DOS
Whse - $68,10013.5 supply days
1.3 DOS
Whse - $40005.5 supply days
0.07 DOS
11.8 Days
11.8
$263,700
4.8 DOS
-
Total
Cycle Time
Inv Supply Days
Inv Dollars
Inventory DOS
Processing Time
77.84 Days
52.9
$3,087,600
57.6 DOS
0.01 Days
-
-
-
0.3 Hours
Silos -$111,60012.5 supply days
2.1 DOS
13.6 Days
13.9 Days
$731,700
13.7 DOS
-
Rail Road Shipment
Rail Road Shipment
Inbound Supervisor
CSRsubmits
order
Trailer waits in rail yard Trailer waits in rail yard
Trailer waits tobe picked up by carrier
Trailer waits in DC yard
6.0 Days
7.1
$527,400
9.8 DOS
-
24.9 Days
19.2
$1,433,800
26.9 DOS
2 Hours
Shipping
Plant creates &Inputs DO into
PRS; calls carrierto pick up trailer.
A
Shipping
Trailer loaded andsealed for truck
Inbounding
Exel DC clerk viewsDO in PRS.
Prioritizes & callscarrier for
appointment.
IMechanisburg
Memphis
Truck
CPC Skillmanmarks HOTtrailers inPRS daily
Inbounding
Exel DC clerkgenerates inbound
priority list
Inbounding
Trailer positionedat door
Inbounding
Exel unload.Operator unloads,
counts, and recordsnumber of cases on
tally sheet
Inboundsupervisor givesblind tally sheet
to unloadoperator
Inbounding
Inboundsupervisor verifiestally against DO
Inbounding
Exel inventory controlclerk assigns baylocations to tally
sheet
Inbound Supervisor
Inboundsupervisor
redistributesunload tally w/
pre-located baylocations
Inbounding
Exel unload.Operator puts pallets
away
Inbounding
Exel Inbound Clerkmanually updatesTopex & MFG Pro.Removes DO from
PRS
FIFOPicking & Staging
Exel 2nd & 3rd shifts
Shipping
Exel 1st shift
Waits until appt. granted byDC;
---contingent on QA release--- Appt. cannot be granted until
D.O. is visibile. D.O. does not appear in PRS
until QA release complete
Ontario, CA
Truck
I I
Electronic Information FlowRelease
I
I
I
I
I
MechanisburgMemphis
Truck
Ontario, CA
Truck
Trailer waits in carrier yard
Rail Road Shipment
ITrailer waits to
be picked up by carrier
I
I
QA Release Process3.5 Days
Shipping
Trailer loaded andsealed for rail
Lift Truck
SLCCDM Forecast
By Customer DCBy SKU
By Excel DCMonthly Splits
WarehouseManagement
Exel Topex
Inbound Supervisor
Order Management
SLC Pathfinder Maint/Inquiryassigns ship dateE&E- - 60% Sales
Order Management
SLC OMEDCust. Service Rep.resolves EDI errors
Order Generation
SLC ManugisticsVMR generates order
based on 852 data
Customer
InternalJob
4x day
Pick SheetsWarehouse
E&E standingappt. FT
TruckDaily LTL, SS,
FT, AIR
Truck
Upon Receipt of 940Exel calls receiving dept. for appt. on non E&E customers
Canadian DC
Exel West
Exel East
Exel Central
Promo Site
*Mfg Time* *Mfg Time*
Cycle Time
Inv Supply Days
Inv dollars
Legend
Inventory DOS
Processing Time
Revision #11April 16, 2003Debby Harbin
Packing
Manufacturing Process
Bottle Packing
Manufacturing Process
Decorating
Manufacturing Process
Primary Constraints
1.5 JBP 4 JBP 4 JBPCS
1.5 JBPCS
9 JBP 9 JBPCS 15 JBP 15 JBPCS * 15 MED ** ** 15 LAV ** ** 15 VAN ** ** 22 JBP 22 JBPCS * 22 LAV ** ** 22 VAN ** **
No Primary Constraints
Significant PrimaryConstraints
Some Primary Constraints
Railcar - $43,6004.0 supply days
0.8 DOS
Whse Count
Whse - $12,40025 supply days
0.2 DOS
QA - 5 day micro test
Rail Road Shipment
Whse Count
Whse CountQA - 5 day micro test
Whse - $3,7008.1 supply days
0.07 DOS
QA Accept & Count
QA Accept & Count Whse - $27,20011.0 supply days
0.5 DOS
QA Accept & Count Whse - $00 supply days
0 DOS
QA Accept & Count Whse - $11,30035.4 supply days
0.2 DOS
QA Accept & Count Whse - $15,3009.7 supply days
0.3 DOS
QA Accept & Count Whse - $42,20033.2 supply days
0.8 DOS
Silo Inventory$0
(pay after use)
QA Accept & Count Whse - $95,10019.8 supply days
1.8 DOS
Whse - $119,2002.2 DOS
Whse - $39,40013.7 supply days
0.7 DOS
Whse - $224,30011.5 supply days
4.2 DOS
Dock Staging36 pallets - $27,700
0.4 supply days0.5 DOS
I
Dock Staging - Intl Orders64 pallets - $38,100
0.5 supply days0.7 DOS
Shipping
Trailer loaded andsealed for truckLift Truck Intl carrier
Truck Affiliate Customer
-
Lift Truck Lift Truck
Lift Truck Warehouse
Lift Truck Warehouse
Truck Lift Truck Lift Truck
TruckLift Truck Lift Truck
Truck Lift Truck Lift Truck
Truck
Lift Truck Lift Truck
TruckLift Truck Lift Truck
TruckLift Truck Lift Truck
TruckLift Truck Lift Truck
I
I
I
I
I
I
I
I
I
I
Lift Truck Lift Truck to Powder Lines
Lift Truck Lift Truck to Powder Lines
JBP Primary
Manufacturing Process
JBPCS Primary
Manufacturing Process
Shower to ShowerPrimary
Manufacturing Process
STS Primary
JBP Primary
JBPCS Primary
JBP Primary
JBPCS Primary
STS Primary
JBPCS Primary
STS Primary
Line B Filling
Line A Filling
Line C Filling
Line C Filling
Line A Filling
Supply All Lines
IInventoryStaging
Lift Truck
Supply All Lines
I2 Forecast
MFG-Pro DC
Interface DC SplitsWeekly Splits
2yrs.MFG Pro Forecast
DRP Runs
Excel DCDo Receipts
Raw MaterialRequired13 WeeksInternet (I)
Fax (F)8-12 Weeks Req't
E-mail (E) 8-10Weeks Req't
Truck
Truck
Truck
Electronic SilosKanban Signal
E Pump Silo toPrimary
Inventory
IPump Talc intoSilos
Manufacturing ProcessOutside Source
LuzenacVermont
(Talc)
RT = 21 days | RF = Weekly
IInventoryWHSE
IInventoryWHSE
IInventoryWHSE
IInventory
Production Line
IInventory
Production Line
IInventory
Production Line
IInventoryWHSE
IInventoryWHSE
IInventory
Molding WHSE
IInventory
Silo
IInventory
Molding WHSE
IInventory
Molding WHSE
I Corn ProductsChicago
Outside SourceRT = 14 days | RF = Weekly
Pump CSinto Primary
Manufacturing Process
Lift Truck
IPump From Drum
To PrimaryI
Inventory
PerfumeSuppliers
Outside SourceRT = 7 days | RF = Weekly
Lift Truck Lift Truck
I
TruckOutside Source
Bi Carb SuperSackOhio
RT = 7 days | RF = Weekly
IInventoryWHSE
Inventory
Truck
Milk Run
Manufacturing Process
Manufacturing Process
Inventory Rail Cars inRoyston
I
1 Railcar$32, 000
2 Railcars$5,000
I
IInventory
Rail Car with Resin
0.1 Railcar$8,100
IInventory
Molding WHSE
IInventory
Molding WHSE
Manufacturing Process
Pump from Sackto Primary
Pump from Sackto Primary
Manufacturing Process
Pump to Primary
Manufacturing Process
Closure Molding
Manufacturing Process
IInventory
3 Days | $10,000
IInventoryWHSE
3 Days | $40,000
Pump Resins toSilo
Manufacturing Process
Pump Resin toInjection Blow
Molding Machine
Manufacturing Process
Bottle Molding
Manufacturing Process
Dump into bin
JBPCS Primary
MRP Runs RawReqs
PO Receipt QA Release
Zinc OxideZinc Corp. of
Amer.Pittsburg,PA
Outside SourceRT = 7 days | RF = Monthly
TCP
Outside SourceRT = 7 days | RF = Weekly
0.17 Days
2
$53,145
Shippers(Line B)
GA
Outside SourceRT = 7 days | RF = Weekly
LabelsMA
Outside SourceRT = 14 days | RF = Weekly
Resins(Bottles)
TX
Outside SourceRT = 7 days | RF = Weekly
Colorant(Bottles)
NC
Outside SourceRT = 14 | RF = Weekly
Resins(Caps & Sifters)
GA
Outside SourceRT = 7 days | RF = Weekly
Colorants(Caps & Sifters)
NC
Outside SourceRT = 14 days | RF = Weekly
Inner PackersSimkins
Outside SourceRT = 7 days | RF = Weekly
ShippersStone
Marietta, GA(Line A & C)
Outside SourceRT = 7 days | RF = Weekly
Six Pack StretchFilm
Outside SourceRT = 7 days | RF = Weekly
STS Primary
STS Primary
C/T = 2hrs/pallet
Closures
C/O = NA
C/T = 1hr/pallet
Bottles
C/O = NA
Line B Filling
C/T = 40 pallets/shift
C/O = 0.6 hr/shift
Loading = 100%
C/T = 28 pallets/shift
C/O = 0.6 hr/shift
Loading = 70%
Capacity Actual
Line A Filling
C/T = 14 pallets/shift
C/O = 0.5 hr/shift
Loading = 100%
C/T = 9 pallets/shift
C/O = 0.5 hr/shift
Loading = 60%
Capacity Actual
Line C Filling
Manufacturing Process
C/T = 22 pallets/shift
C/O = 0.9 hr/shift
Loading = 100%
C/T = 9 pallets/shift
C/O = 0.9 hr/shift
Loading = 40%
Capacity Actual
-
-
$ 575
3.5 Days
-
$ 157,900
1 Pallet
Stretch Wrap
ManufacturingProcess
C/T = 76 pallets/shift
C/O = 0.7 hr/shift
Loading = 100%
C/T = 46 pallets/shift
C/O = 0.7 hr/shift
Loading = 55%
Capacity Actual
Summary
$8,800
$14,625
$194,400
1 DOS
-
-
-
3.5 DOS
-
21 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.08 Days
-
-
-
2 Hours
$14,880
$21,600
$2,400
$7,200
$8,880
1 Pallet
1 Pallet
1 Pallet
$3,840
$48,000
$7,200
$26,400
$4,800
14 Days
8
$ 166,149
4DOS
-
Total
Cycle Time
Inv Supply Days
Inv Dollars
Inventory DOS
Processing Time
104.3 Days
28
$2,762,000
63 DOS
82.3 Hours
46 Pallets
0.03 Days
-
-
-
0.8 Hours
$10,000
18 Days
18
$373,025
9 DOS
-
0.5 Days
0.5
$ 830
-
-
Rail Road Shipment
Rail Road Shipment
Rail Road Shipment
Inbound Supervisor
CSRsubmitsorder
Trailer waits in rail yard Trailer waits in rail yard
Trailer waits tobe picked up by carrier
Trailer waits in DC yard
38 Days
-
$1,680,200
38 DOS
2 Hours
1 Day
-
-
-
24 Hours
1 Day
-
-
-
24 Hours
Monthly Forecast From Affiliate
ShippingPlant creates &Inputs DO into
PRS; calls carrierto pick up trailer.
A
Shipping
Trailer loaded andsealed for truck
InboundingExel DC clerk views
DO in PRS.Prioritizes & calls
carrier forappointment.
IMechanisburg
Memphis
Truck
CPC Skillmanmarks HOTtrailers inPRS daily
Inbounding
Exel DC clerkgenerates inbound
priority list
Inbounding
Trailer positionedat door
InboundingExel unload.
Operator unloads,counts, and recordsnumber of cases on
tally sheet
Inboundsupervisor givesblind tally sheet
to unloadoperator
Inbounding
Inboundsupervisor verifiestally against DO
Inbounding
Exel inventory controlclerk assigns baylocations to tally
sheet
Inbound Supervisor
Inboundsupervisor
redistributesunload tally w/pre-located bay
locations
Inbounding
Exel unload.Operator puts pallets
away
InboundingExel Inbound Clerkmanually updatesTopex & MFG Pro.Removes DO from
PRS
FIFOPicking & Staging
Exel 2nd & 3rd shifts
Shipping
Exel 1st shift
Waits until appt. granted byDC;
---contingent on QA release--- Appt. cannot be granted until
D.O. is visibile. D.O. does not appear in PRS
until QA release complete
Ontario, CA
TruckI I
Electronic Information FlowRelease
I
I
I
I
I
MechanisburgMemphis
Truck
Ontario, CA
Truck
Trailer waits in carrier yard
Rail Road ShipmentI
Trailer waits tobe picked up by carrier
I
I
QA Release Process3.5 Days
Shipping
Trailer loaded andsealed for rail
Lift Truck
SLCCDM Forecast
By Customer DCBy SKU
By Excel DCMonthly Splits
WarehouseManagement
Exel Topex
Inbound Supervisor
Order Management
SLC Pathfinder Maint/Inquiryassigns ship dateE&E- - 60% Sales
Order Management
SLC OMEDCust. Service Rep.resolves EDI errors
Order Generation
SLC ManugisticsVMR generates order
based on 852 data
Customer
InternalJob
4x day
Pick SheetsWarehouse
E&E standingappt. FT
TruckDaily LTL, SS,
FT, AIR
Truck
Upon Receipt of 940Exel calls receiving dept. for appt. on non E&E customers
Canadian DC
Exel West
Exel East
Exel Central
Promo Site
*Mfg Time* *Mfg Time*
Cycle Time
Inv Supply Days
Inv dollars
Legend
Inventory DOS
Processing Time
Revision (#2)6/5/01
Lean SystemDatabase
DowntimeDatabase
ConsumptionTrigger Report
0.04 Days
0.5
$45,100
-
-
$ 575
3 Days
-
$ 135,400
1 DOS
-
-
-
3 DOS
-
21 Days
-
-
-
-
0.01 Days
-
-
-
-
0.0 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.01 Days
-
-
-
-
0.0 Days
-
-
-
-
0.0 Days
-
-
-
-
0.08 Days
-
-
-
2 Hours
3 Days
3
$ 50,000
1DOS
-
Total
Cycle Time
Inv Supply Days
Inv Dollars
Inventory DOS
Processing Time
72 Days
16
$1,731,000
41 DOS
58.3 Hours
0.03 Days
-
-
-
0.8 Hours
12 Days
12
$248,700
6 DOS
-
0.5 Days
0.5
$ 830
-
-
28 Days
-
$1,162,000
28 DOS
2 Hours
1 Day
-
-
-
24 Hours
1 Day
-
-
-
24 Hours
*Mfg Time* *Mfg Time*
Cycle Time
Inv Supply Days
Inv dollars
Legend
Inventory DOS
Processing Time
Vendor AppliedRM Bar Code
Vendor ManagedInventories
Use ofTelemetry
WarehouseKanbans
InternetBased
Communications
Raw MaterialConsignment
ReduceQA Testing
Kanban betweenMFG Staging
& WHSE
MoldingKanban
MoldingChangeoverReduction
Labelingat Filling
Stretch WrapConveyor
FillingChangeoverReduction
Conveyorto Dock
GenericShippers
BabyTwin PackShippers
TotalPreventativeMaintenance
Closure Moldingat Filling
Pallet HeightOptimization
ConsumptionTrigger Report
Database
Finished GoodsRelease Time
Reduction
TransitTime
Reduction
DC AppointmentTime Reduction
DC UnloadTime Reduction
Reconciliationand Put-away
Time Reduction
Direct Shipfrom MFGto Trade
Supplier TriggerReport & Raw
Material Kanbans
X
Reduce Run Size to .75 Shift
(Lines A & B)
X
X Reduce DemandVariability
DC26Canada Shipment Codes
Impound
4 days
-
$176,800
4 DOS
5 Hours
2 Days
-
$88,400
2 DOS
0.5 Hours
1 day
-
$44,200
1 DOS
5 Hours
1 Day
-
$44,200
1 DOS
0.5 Hours
Current State
Future State
© 2004 Johnson & Johnson
Inventory Replenishment Level (IRL)Inventory Replenishment Level (IRL)
Safety StocksIntranet Pull System – Finished Goods
Inventory as a Control Point
© 2004 Johnson & Johnson
Work-in-process Kanbans
Work-in-process Kanbans (signals)
• Visual
• Simple
• In the work environment
• Linked to ERP system for transaction
© 2004 Johnson & Johnson
Raw Material Kanbans
Internet Based Raw Material Pull (Kanban) System
© 2004 Johnson & Johnson
Lean Manufacturing Toolbox
– Rapid Changeover– Standard Work– Center-lining– Maintenance Excellence– Cellular Manufacturing– Five S– Line Balancing– Layout Analysis / Improvement
© 2004 Johnson & Johnson
Lean Thinking in 3 phases
• Lean Manufacturing 2001-05– J&J Plants
• Lean Contract Manufacturing 2003-06– Contract sites
• Lean Enterprise 2004-07– Sales and Logistics– New Products Development– Transactional and Office processes
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six Sigma at Johnson and Johnson?What is Six Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six Sigma and Lean work together?How do Six Sigma and Lean work together?
– SynergiesSynergies• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Six Sigma / Lean Integration
Create a current Value Stream Map
LeanCreate a
future Value Stream Map
Lean
Prioritize initiatives
Six Sigma
Charter Projects
Six Sigma
Use DMAI2C for project
Six Sigma
Use Lean Tools for project
Lean
Six Sigma
Lean
© 2004 Johnson & Johnson
Process Excellence
Design ExcellenceLeanSix Sigma
Data Based Problem Solving and Variation Reduction
Create Customer Value by Eliminating Waste
Design Based on Customer Needs
Data Based Decisions + Reduced Waste + Customer Focus = World Class Manufacturing
Business Metrics and Dashboards
Six-Sigma
Six-Sigma / Lean Synergies
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six-Sigma at Johnson and Johnson?What is Six-Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six-Sigma and Lean work together?How do Six-Sigma and Lean work together?
– SynergiesSynergies– DivergenceDivergence
• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Six Sigma / Lean Challenges
• After initial training, it does not stick:– Belts do not continue to execute projects
“This is hard work, when will I find the time”
• Other initiatives come on board:– Six Sigma and Lean starts to be seen as fads
“If I stand by, it will pass and I won’t have to do anything”
• Management becomes impatient with return:– Six Sigma and Lean are long term investment
“We need quick wins”
© 2004 Johnson & Johnson
Six Sigma / Lean Success Elements
• Change management
• Visibility
• Assessment
• Control
• Passion
© 2004 Johnson & Johnson
Effective Change ManagementChange Management
DespairGiving up
High expectationsRealisation of effort
and complexity/Informed pessimism (doubt)
Informed Optimism (confidence)Light at the end
of the tunnel
Op
tim
ism
+
-
Time
Pes
sim
ism
with effective change management
© 2004 Johnson & Johnson
Strong Business Case
Strong Business Case
Haphazard change,false starts
Anxiety, frustration,learned helplessness
Diminishing momentum,diffuse effort
Low priority, bottomof the in-basket
SUCCESSFULSUCCESSFULCHANGECHANGE
=
=
=
=
=
Strong Business Case
Strong Business Case
Strong Business Case
Strong Business Case
Strong Business Case
Strong Business Case
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
A Clear and Shared Vision
Capacity for Change
Capacity for Change
Capacity for Change
Capacity for Change
Capacity for Change
Capacity for Change
Capacity for Change
Capacity for Change
Actionable First Steps
Actionable First Steps
Actionable First Steps
Actionable First Steps
Actionable First Steps
Actionable First Steps
Actionable First Steps
Actionable First Steps
Elements of Successful Change ManagementChange Management
© 2004 Johnson & Johnson
Beliefs/Values
Jobs /Organization
Process
Management /Measurement Systems
Six Sigma / Lean - Change ManagementChange Management
More than the process
© 2004 Johnson & Johnson
What’s wrong with this picture?Six Sigma&
DMAI2C
SmokeSmoke TreeTree
FenceFence
ChimneyChimney AntennaAntennaDoorDoor
WindowWindow
StairsStairs
ShrubsShrubs
GrassGrass
PorchPorch
Flowers
RoofRoof
WIRESWIRES
MeterMeter
SkySky
FireFire
© 2004 Johnson & Johnson
A picture is worth a thousand wordsA picture is worth a thousand words
Six Sigma&
DMAI2CSix Sigma / Lean Make it VisualMake it Visual
© 2004 Johnson & Johnson
Lean Thinking AssessmentAssessment
0123456789
10Supply Chain Integration
Leadership
Continuous Improvement
Goal Alignment
Value Stream Mapping
Roles, Responsibilities, Culture
Flow
Pull
2002 2004
Scoring ExampleJohnson & Johnson Sample Country
Lean Company
Average Company
Traditional Company
© 2004 Johnson & Johnson
Lean Thinking AssessmentAssessment
Johnson & Johnson Plant
Category of Waste Cost Cost Revenue Inventory ReceivableReduction Avoidance Enhancement Reduction Reduction
Transportation Waste 200 450
Motion Waste 400
Defect waste
Overproduction waste 144
Waiting time waste
Overprocessing waste 223 200
Inventory waste 3821
Total (US $) 344 623 450 3821 200
Financial Benefits (M US$)
Eliminating waste must turn in tangible financial benefits.
© 2004 Johnson & Johnson
Lean Thinking - Monitor and ControlMonitor and Control
2004World Wide
Number of Process Centers 2004 2004 2004 2004
Elements (proc ess c enters) Ac
tua
l
Ap
pli
ca
ble
Pe
rce
nt
Ta
rge
t
Ac
tua
l
Ap
pli
ca
ble
Pe
rce
nt
Ta
rge
t
Ac
tua
l
Ap
pli
ca
ble
Pe
rce
nt
Ta
rge
t
Ac
tua
l
Ap
pli
ca
ble
Pe
rce
nt
Ta
rge
t
Current Value Stream Map 22 56 39% 43% 25 26 96% 92% 8 14 57% 86% 14 17 82% 60%Future Value Stream Map 20 56 36% 43% 25 26 96% 92% 4.5 14 32% 57% 5 17 29% 60%Rhythm 10 10 100% 100% 24 26 92% 92% 0 14 0% 36% 1 15 7% 38%Demand pull (IRL / CTR) 14 56 25% 26% 24 26 92% 92% 2 14 14% 36% 4 17 24% 37%WIP kanbans 10 13 77% 78% 13 16 81% 58% 1 14 7% 14% 1 17 6% 0%Raw material kanbans 11 13 85% 78% 17 26 65% 71% 2.1 14 15% 14% 1 17 6% 10%Total 60% 61% 82% 83% 21% 40% 26% 34%
56
Region A Region B
26
Region D
17
Region C
14
© 2004 Johnson & Johnson
Six Sigma and Lean Integration
• What is Six Sigma at Johnson and Johnson?What is Six Sigma at Johnson and Johnson?• What is Lean at Johnson and Johnson?What is Lean at Johnson and Johnson?• How do Six Sigma and Lean work together?How do Six Sigma and Lean work together?
– SynergiesSynergies– DivergenceDivergence
• Challenges in deploymentChallenges in deployment• Rewards: Driving business resultsRewards: Driving business results
© 2004 Johnson & Johnson
Six Sigma / Lean Thinking / Design Excellence
CapitalCapitalEfficientEfficient
ProfitableProfitableGrowthGrowth
Cost ofCost ofCapitalCapital
ROICROIC
GrowthGrowth
OperatingOperatingMarginMargin
Net AssetNet AssetTurnoverTurnover
CostCostManagementManagement
Fixed AssetFixed AssetManagementManagement
WorkingWorkingCapitalCapital
ManagementManagement
RevenueRevenueManagementManagement
• Product PerformanceProduct Performance• Technical SupportTechnical Support• Product MixProduct Mix• Delivery PerformanceDelivery Performance• Customer ServiceCustomer Service
• Product PerformanceProduct Performance• Technical SupportTechnical Support• Product MixProduct Mix• Delivery PerformanceDelivery Performance• Customer ServiceCustomer Service
• YieldYield• Material CostsMaterial Costs• Facility UtilizationFacility Utilization• DL and IDL EfficiencyDL and IDL Efficiency
• YieldYield• Material CostsMaterial Costs• Facility UtilizationFacility Utilization• DL and IDL EfficiencyDL and IDL Efficiency
• Facilities ModernizationFacilities Modernization• Capacity UtilizationCapacity Utilization• Process TechnologyProcess Technology
• Facilities ModernizationFacilities Modernization• Capacity UtilizationCapacity Utilization• Process TechnologyProcess Technology
• Inventory turnoverInventory turnover• DSODSO• Accounts Payable DaysAccounts Payable Days• Cycle TimeCycle Time
• Inventory turnoverInventory turnover• DSODSO• Accounts Payable DaysAccounts Payable Days• Cycle TimeCycle Time
• Market PenetrationMarket Penetration• Market DevelopmentMarket Development• Product DevelopmentProduct Development
• Market PenetrationMarket Penetration• Market DevelopmentMarket Development• Product DevelopmentProduct Development
ProcessProcessExcellence Excellence
ProjectsProjects
Delivering
Shareholder
Value
© 2004 Johnson & Johnson
Six Sigma / Lean - Driving the Business
• Lower inventories
• Increased customer service
• Value creation in lower costs
Consumer and Personal Care Group 2001-2004
© 2004 Johnson & Johnson
Thank you!Thank you!
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